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1、M&AisoneofthemostimportantwaystorealizetherapidgrowthandlowcostexpansionHasbeenplayinganincreasinglyimportantrole.Enterprisecultureisformedinthelong-termsurvivalanddevelopmentofenterprises,Thehighestgoals,beliefs,values,andcodesofconductforthemajorityofthemembersoftheorgani
2、zation.Thecoreofcorporatecultureisthecommonvalues.Thecommonvaluesofthestrategicstructure,managementstyleAndsoonhaveguidinganddecisiverole.Generallyspeaking,mergersandacquisitionsofenterprisesonbothsidesoftheculturalhomogeneityoftheNotmuch,oftenshowingahugedifferenceincultur
3、e.Aftermergersandacquisitions,mergersandacquisitionsWorkersdonotagreewiththevalueofmergersandacquisitions,donotlikethemanagementstyleofmergersandacquisitions,etc.Itisdifficulttomanage,whichwillseriouslyaffecttheeffectiveoperationoftheenterpriseandtheeconomicbenefitsoftheent
4、erpriseafterthemerger.Therefore,Afterthemergerandacquisitionofthetwosidesinthefuturedevelopment,musthaveacommoncoreofunity,thatis,commonThecorecultureoratleastthe"culturalmarriage",whichrequirestheintegrationofmergersandacquisitionsbetweenenterprises.Manystudieshaveshowntha
5、tthebiggestobstacletoM&Aintegrationcomesfromtheconflictofcorporateculture.First,theculturalconflictofM&AEnterprisesTheconflictofcorporatecultureistheconcentratedexpressionoftheconflictsoftheenterprisesafterthemergerandacquisitionOntheunderstandingoftheproblem,thewayofthinki
6、ngandtheunderstandingofthedifferencesinjudgment.TheculturalconflictofM&AEnterprisesM&acrisisismainlymanifestedinthefollowingaspects:1.imageconflict.CorporateimageisthemosteasytopayattentiontoafterM&A.AtfirstpeoplealwayspayattentiontoTheimageofthetwocompanies,especiallythedi
7、fferencebetweenthem.AsdifferententerprisesTheleadershipstyle,thebehaviorandattitudeofthemanager,thedifferenceoftheemployee'scodeofconductandthereputationofthecompany,Eventheslightestdifferencewilldrawattention.2.businessphilosophydifferencesandconflicts.Enterpriseasaprofit-
8、makingorganization.InpursuitofenterprisevalueAtthesametime,itshouldtakemoresocialr